The Apache is the big brother in the sky that grunts love to see, hear, and feel flying above them. Its racks of Hellfire missiles are designed to destroy heavy tanks and light bunkers with ease, its rockets can eviscerate enemy formations, and its chain gun is perfect for mopping up any “squirters.”
The Stinger missile was originally designed as a shoulder-fired surface-to-air missile. Operators aim the weapon, and it detects the infrared energy of the target. When the missile is fired, it homes in on that signature for the kill.
Apaches currently cannot carry a dedicated air-to-air weapon unless the operators buy an upgrade kit. Even then, the missiles have to be mounted on the outer wingtips instead of on actual weapons pylons.
But missile maker Raytheon and Apache maker Boeing reached an agreement in May to incorporate the attachments for the air-to-air Stinger missile into all new Apaches starting in 2018, Jane’s reports.
The new build will also move the mounting location for Stinger missiles from the outer wingtips to the dedicated weapons pylons.
It will then be much easier for Apaches to engage enemy air assets, something that attack helicopters are surprisingly good at. During the military’s Joint Countering Attack Helicopter exercises in 1978, helicopters with air-to-air weapons racked up a 5:1 kill ratio against jets.
Even if Boeing adds Stinger missile mounts to Apaches, that doesn’t guarantee the Army will buy them. The service is still fighting a long battle about whether it will keep any Apaches in the National Guard due to shortfalls of the aircraft for active duty missions.
So, there’s a very real chance that the Army would rather keep all of its Apaches supporting ground troops rather than re-tasking some to provide anti-air coverage — no matter how cool it would be to see an Apache shoot down an enemy jet.
Michael Garvey is a Marine veteran and alumnus of the Armed Services Arts Partnership (ASAP) Comedy Bootcamp program. ASAP is an organization based in Virginia that builds communities for veterans, servicemembers, and military families through classes, performances, and partnerships in the arts. As part of their mission, ASAP offers their Comedy Bootcamp as a way for veterans to explore and develop their comedic abilities.
Michael was able to use the program as a form of therapy for his issues with PTS, and comedy has helped him address his problems by giving him a new way of looking at life and its frustrations. Accompanied by his faithful service dog, Liberty, Michael has made it to the stage at Gotham Comedy Club with several other veteran comedians who took part in the ASAP Comedy Bootcamp program.
In this latest episode of Vets Get Real, WATM talks to a group of veterans about the ups and downs of dealing with the Department of Veterans Affairs and the important lessons they learned from transitioning out of the military.
And be sure to keep an eye out for other episodes of Vets Get Real where WATM hosts discussions with vets on topics ranging from relationships to recruiters.
Editor’s note: If you have questions that you’d like to see Vets Get Real about, please leave a comment below.
The American Academy of Pediatrics’ recommends that we limit our kids’ screen time. But the screens powers can be used for GOOD! Especially when it comes to learning. And now that our country is in a national public emergency with COVID-19, parents are scrambling for ideas of how to keep kids stimulated educationally while schools are closed.
One solution is MORE screen time!
Kids nowadays have the world at their fingertips and they are a lot more tech savvy than we’d expect them to be. But military kids seem to have a head start on this tech because many of them are born miles away from extended family. Sometimes the only connection is putting an iPad in their face and letting the grandparents, aunt, uncles, cousins and friends fawn over them.
So if you’re looking for healthy, FREE ways to fill your kids day pull out the iPads and tablets…WE GOT YOU!
Here are 10 free educational websites for kids:
PBS Kids – In lieu of schools being closed, you can sign up to get daily activities for kids to play and learn at home.
Make Me Genius – K-7 students can click on their grade to get cool facts and watch educational videos on their level. You can also subscribe to their Youtube channel for more videos.
Cool Math – This can be a challenging subject, but this site has games and practice tools for 1st grade to high school.
Fun Fonix – Check this site out for free printable worksheets and workbooks. They also have games available.
ABCya – Complete with learning games and apps for kid’s grades k-6+.
Khan Academy – A nonprofit that has a mission to provide a free, world-class education to anyone. Receive free online courses, lessons and practice.
Funbrain – Get games, videos and books here for your kids
Fuel the Brain – Filled with educational games and resources. Including interactives and printables!
Smithsonian Learning Lab – Explore many resources here. You can also watch videos in history, art and culture, and the sciences.
Seussville – Who doesn’t want to play games and learn from the Cat in the Hat? The website also has a link specifically for parents! You have to put in your date of birth to verify. Then you have access to crafts, recipes, guides, printables and much more!
On December 14, 1972 at 5:55pm ET, astronauts Eugene Cernan and Harrison Schmitt lifted off from the lunar surface in the ascent stage of their Lunar Module. They were the last people to set foot on the moon. However, NASA plans to return to the moon within the decade.
The Artemis Plan includes putting a woman on the moon (NASA)
NASA’s Artemis program is intended to establish a sustainable lunar base by 2028 that could serve as a stepping stone to Mars. The plan calls for the Space Launch System rocket to be paired with an Orion spacecraft. An unmanned test flight called Artemis I is scheduled for 2021. Artemis II is scheduled to be a manned flight to fully test Orion’s navigational abilities in 2023. Artemis III will lay the groundwork for lunar missions and extended surface exploration with the delivery supplies and scientific equipment to the lunar surface in 2024.
In order to facilitate sustained operations, the planned lunar base will feature an extensive infrastructure. Consider the evolution of Bagram from tent city on a dirt field in 2001 to the mega facility with Subway, Pizza Hut, and Green Beans that it is today. While we probably won’t see those establishments on the moon for quite some time, the luxury that most troops today consider to be the most important will be coming to the moon—cell service.
Putting a Pizza Hut on the moon should be a metric of success (U.S. Army)
NASA has made over 0 million in contract deals with several companies to support the planned lunar base. One of these companies is Nokia. The Finnish phone company will be building a 4G LTE network on the moon by late 2022. In addition to voice communication and data transmission, the mobile network could be used to power lunar navigation, stream the biometric data of astronauts, and wirelessly control robots and sensors on the moon.
Nokia plans to build the network using mostly off-the-shelf commercial technology like lightweight 4G base stations. According to Nokia, the lunar network will be “ultra-compact, low-power, space-hardened, end-to-end LTE.” The network will also be upgraded to 5G over time.
The prospect of a sustainable lunar base is an exciting one as NASA sets its sights on the moon and beyond. The promise of being able to binge-watch your favorite shows on the moon is arguably even more exciting to some people. Let’s just hope that the cell service is better and more reliable than some of the FOB Wi-Fi networks down range.
Squadrons assigned to Carrier Air Wing (CVW) 3 flew aboard the aircraft carrier USS Dwight D. Eisenhower (CVN 69) Sept. 9, 2019, for carrier qualifications as part of Tailored Ship’s Training Availability/Final Evaluation Problem (TSTA/FEP).
“Team Battle Axe is thrilled to be aboard the Mighty Ike once again and join the best crew in the fleet,” said Capt. Trevor Estes, commander of CVW 3.
“The training our aviators and air crew will accomplish during carrier qualifications will ensure we are all ready to meet the nation’s call at a moment’s notice as the ship becomes ready to fight. With grit and determination, CVW 3 will continue to improve on its successes and do our part to make Ike greater each day.”
CVW 3 squadrons from around the United States have joined Ike’s crew for the assessment, which will evaluate Ike and the embarked air wing as an integrated team and on their proficiency in a wide range of mission critical areas while maintaining the ability to survive complex casualty control scenarios.
Aviation Boatswain’s Mate (Handling) 3rd Class Nicholas Harvey observes an F/A-18E Super Hornet, assigned to the “Gunslingers” of Strike Fighter Squadron (VFA) 105, aboard the aircraft carrier USS Dwight D. Eisenhower, Sept. 9, 2019.
(US Navy photo by Mass Comm Specialist Seaman Apprentice Trent P. Hawkins)
“It’s a great opportunity for us to train at the air wing level and ultimately at the strike group level,” said Lt. Matt Huffman, a naval aviator attached to VFA 131. “It’s our first real combined exercise as part of the work-up cycle. We’ve done a lot of work at the squadron level and the unit level. This is the first time that we are going to be integrated together.”
The aircraft and crew of CVW 3 is comprised of HSC 7, the “Swamp Foxes” of Helicopter Maritime Strike Squadron (HSM) 74, the “Zappers” of Electronic Attack Squadron (VAQ) 130, the “Screwtops” of Carrier Airborne Early Warning Squadron (VAW) 123, the “Fighting Swordsmen” of Strike Fighter Squadron (VFA) 32, the “Gunslingers” of Strike Fighter Squadron (VFA) 105, the “Rampagers” of Strike Fighter Squadron (VFA) 83 and Strike Fighter Squadron (VFA) 131.
Rear Adm. Paul J. Schlise, commander of Carrier Strike Group 10, arrives aboard the aircraft carrier USS Dwight D. Eisenhower, Sept. 12, 2019.
(US Navy photo by Mass Comm Specialist 3rd Class Tatyana Freeman)
Sailors perform aircraft maintenance in the hangar bay aboard the aircraft carrier USS Dwight D. Eisenhower, Sept. 10, 2019.
(US Navy photo by Mass Comm Specialist 3rd Class Sawyer Haskins)
A MK 31 Rolling Airframe Missile launches from the aircraft carrier USS Dwight D. Eisenhower during a Live Fire With a Purpose event, Sept. 11, 2019.
(US Navy photo by Mass Comm Specialist 1st Class Tony D. Curtis)
Sailors observe flight operations aboard the aircraft carrier USS Dwight D. Eisenhower, Sept. 10, 2019.
The squadrons and staff of CVW 3 are part of Carrier Strike Group (CSG) 10, also known as the USS Dwight D. Eisenhower CSG, which includes Ike, the Ticonderoga-class guided-missile cruisers USS Monterey (CG 61), USS San Jacinto (CG 56), and USS Vella Gulf (CG 72); and the ships and staff of Destroyer Squadron (DESRON) 26.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The U.S. Navy’s Nimitz Class aircraft carriers are some of the most powerful weapons systems known to man, floating cities that can take strike warfare capability to the far reaches of the planet, places unreachable by other military assets. With an embarked air wing these carriers are manned by 5,500 sailors (and a few Marines) and home base for more than 80 airplanes.
Here are the places that make these 97,000 ton ships work:
Pri-fly (short for ‘primary flight control’) is also known as “the tower.” Pri-fly is where the Air Boss sits and controls all of the goings-on on the flight deck as well as the airspace within a 10-mile radius of the carrier.
The bridge is a few levels below Pri-fly in the carrier’s superstructure. The bridge is where the Captain sits along with the navigator and all of the officers of the deck and the rest of the watch team charged with steering the ship and staying away from hazards. During flight ops it’s the bridge team’s responsibility to keep a favorable flying wind across the flight deck.
3. Flight deck
The Navy likes to refer to the flight deck as “4.5 acres of sovereign and mobile American territory.” The flight deck is where aircraft launch courtesy of steam catapults and land — one every minute — with the assistance of steel arresting cables. The movement around the flight deck is choreographed by the “handler” in Flight Deck Control who manages the limited real estate and makes sure aircraft get where they need to be either to fly or get worked on.
4. Ready rooms
Flight briefs are conducted in ready rooms, but these spaces are also where squadron aviators congregate to discuss other business or to relax and watch a movie.
The paraloft is where the aviators’ flight gear like helmets and survival vests is stored. This is the final stop for crews before they walk one level up to the flight deck.
6. Crew berthing
Sleeping quarters cram as many as 96 sailors together, but still provide a bit of privacy and a place to get away from the stress of the workday.
The carrier’s intelligence center is where classified mission planning takes place. Intelligence officers give aviators the latest details about the enemy’s whereabouts and weapons systems status using state-of-the-art hardware and software.
The Carrier Air Traffic Control Center is where controllers sit at radar displays and guide airplanes safely back to the ship just like controllers do for airliners at civilian airports.
9. Hangar bay
The hangar bay is where airplanes are parked for major maintenance and where gear is staged, including ordnance. Things get from the hangar bay to the flight deck on one of the three huge elevators along the edge of the carrier.
10. Mess decks
Sailors have to eat, and a good carrier’s supply department takes pride in serving chow that’s nutritious and delicious. Mess decks have a variety of offerings to suit the tastes of entire crew, everything from corndogs to surf and turf.
Carriers have impressive medical resources, including surgical and dental facilities. (Need a vasectomy? The ship’s surgeon has got you covered.)
12. Reactor spaces
The Nimitz Class carrier’s two reactors are what puts the nuke in nuclear power. This amazing energy source allows the carrier to sail for up to 25 years before refueling.
During the pre-dawn hours of October 25, 1893, a British column of 700 men from the British South African Police under the command of Maj. Patrick William Forbes camped in a defensive position next to the Shangani River. While they slept, the Matabele king Lobengula ordered an attack on the column, sending a force comprised of up to 6,000 men – some armed with spears, but many with Martini-Henry rifles.
Among its weapons, the column possessed five Maxim guns – history’s first recoil-operated, belt-fed machine gun. Once a British bugler sounded the alert, the machine guns saw action, and the results were horrific. More than 1,600 of the attacking Matabele tribesman were mowed down like grass. As for the British column, it suffered only four casualties.
The British military not only measured the Maxim gun’s success by the number of Matabele killed in action. They could gauge the Maxim’s potential as a weapon of psychological warfare. In the aftermath, several Matabele war leaders committed suicide either by hanging themselves or throwing themselves on their spears.
The Maxim gun was an earth-shattering a weapon in its heyday – and a true weapon of empire.
Hiram Maxim‘s invention brought industrial-level killing to the battlefield. More than any other weapon developed in the late 19th and early 20th Century, the Maxim gun is responsible for changing the nature of warfare forever.
The British square and “the thin red line” of massed infantry firepower eventually went the way of the dodo. When the Maxim gun opened fire at 500 rounds per minute, the tactic of soldiers firing in ranks became suicidal – from then on, the infantryman would have to dash and weave, relying on his ability to maneuver to bring fire to bear on the enemy and to stay alive.
The Maxim gun has two phases to its history. The first is when it was used as the weapon of choice to help expand the British Empire during the late 19th Century. The weapon’s devastating use during The Great War launched the second phase of its history as one of the guns of modern 20th Century warfare.
But to really understand the weapon you have know something about Maxim, an American who was both an impressive genius and a shrewd businessman.
Born in Maine in 1840, tinkering came naturally to Maxim. While still a teenager, he literally built the better mousetrap – his automatically reset and rid local mills of rodents. At 26, he patented a curling iron, the first of 270 more patents to come. Then, Maxim became chief engineer of the United States Electric Lighting Co. in New York, where he introduced longer-lasting carbon filaments for electric light bulbs.
But he wanted fame and fortune – particularly fortune. He went to Europe in an effort to seek wealth by developing peacetime inventions like he had in the United States.
“In 1882 I was in Vienna, where I met an American whom I had known in the States,” Maxim wrote in his memoir. “He said: ‘Hang your chemistry and electricity! If you want to make a pile of money, invent something that will enable these Europeans to cut each others’ throats with greater facility.'”
Sound advice: In 1884, he harnessed the recoil of a bullet with a spring-loaded bolt mechanism and feeding device that fed ammunition into the gun on a cloth belt. The Gatling or Nordenfelt rapid-firing guns of the time were hand-cranked, gravity-fed weapons with multiple barrels prone to jamming.
Maxim also invented a cleaner burning, smokeless powder that he called cordite, which fouled a weapon much less than the black powder of the era. The combination of mechanized automatic fire and cleaner ammunition was revolutionary. By 1889, the British army adopted the Maxim gun; a year later, the armies of Austria, Germany, Italy and Russia all had Maxims.
The quintessential incarnation of the Maxim gun came when the inventor partnered with the British Vickers Co. The result was a water-cooled, tripod-mounted machine gun in .303 caliber, fed by ammunition on a 250-round belt.
It came just in time for World War I. However, many generals and military planners doubted the effectiveness of the Maxim gun as well as similar machine guns against troops of Western European powers.
They still preached the bayonet charge. As one infantry manual said, “The spirit of the bayonet must be inculcated into all ranks, so that they go forward with aggressive determination and confidence of superiority born of continued practice, without which a bayonet charge will not be effective.”
Not even the evidence of the Russo-Japanese War (1904-1906) with its long sieges and trench warfare – an eerie predictor of The Great War’s horrors to come – could persuade military observers of the Maxim gun’s lethality on the modern battlefield.
“The observers watched Russian and Japanese being mowed down in swathes by machine-gun fire and returned home to write: The machine gun is a vastly overrated weapon; it appears highly doubtful that it would be effective against trained European soldiery,” James L. Stokesbury drily comments in A Short History of World War I. “Apparently, they did not consider Japanese, or even Russians, to be in that supposedly elite category.”
The reality on the Western Front was something quite different. Some called The Great War “the machine gun war” – although artillery fire often caused the bulk of the casualties, soldiers vividly recounted watching their comrades drop like flies as machine guns traversed their ranks while firing.
In just one day during the Battle of the Somme – July 1, 1916 – the British saw 21,000 men slaughtered. The great majority of the casualties were killed by Spandau machine guns, the German version of the Maxim.
Maxim – wealthy, famous, and knighted by the queen – died on November 24, 1916, in London, his home after he became a naturalized British subject. A few weeks before, the Battle of the Somme had ended. The result was more than a million casualties.
In leaked documents, newly published by The Washington Post and ZDF, the CIA describes how it pulled off “the intelligence coup of the century:” for decades, a company that sold encryption devices to more than 120 countries was secretly owned and operated by the CIA itself.
The company, Crypto AG, was acquired by the CIA at the height of the Cold War. Through a classified partnership with West Germany’s spy agency, the CIA designed Crypto AG’s encryption devices in a way that let the agency easily decrypt and read all messages sent by the company’s clients.
Some details of Crypto AG’s coordination with US intelligence agencies had been previously reported — a 1995 investigation by The Baltimore Sun revealed that the National Security Agency reached an agreement with Crypto AG executives to secretly rig encryption devices. However, the newly-published CIA report unveils the full extent of the US’ operation of Crypto AG.
For decades, Crypto AG was the leading provider of encryption services. It boasted hundreds of clients ranging from the Vatican to Iran, generating millions of dollars in profits. The CIA maintained control over the company until at least 2008, when the agency’s confidential report obtained by The Post was drafted.
Crypto AG was liquidated in 2018, and its assets were purchased by two other companies: CyOne Security and Crypto International. Both have denied any current connection to the CIA, and Crypto International chairman Andreas Linde told The Post that he “feels betrayed” by the revelation.
“Crypto International and Crypto AG are two completely separate companies without any relationship,” a spokesperson for Crypto International said in a statement to Business Insider. “Crypto International is a Swedish owned company that in 2018 acquired the brand name and other assets from Crypto AG … We have no connections to the CIA or the BND and we never had.”
A representative for CyOne Security did not immediately respond to Business Insider’s requests for comment.
In a statement to Business Insider, CIA press secretary Timothy Barrett declined to confirm or deny the report, saying the agency is “aware of press reporting about an alleged U.S. government program and do not have any guidance.”
Crypto AG began selling encryption devices in 1940, marketing a mechanical device that was powered by a crank. The CIA reportedly purchased the company with a handshake deal in 1951, which was renewed with a secretive “licensing agreement” in 1960.
In the decades that followed, the CIA oversaw technical advances in Crypto AG’s devices, shifting to electronic devices. The company reportedly contracted with Siemens and Motorola to modernize its gadgets.
The CIA’s surveillance continued through the 1990s and 2000s, even as Crypto AG’s revenue began to dwindle. It was ultimately dissolved in 2018 and sold for between million and million, according to anonymous current and former officials quoted by The Post.
Read the full report by The Washington Post and ZDF here.
There’s a new mobile streaming app in town that’s hoping to corner the market on the white space in your day — specifically, those seven to 10 minute gaps where you’d love to be entertained. Introducing Quibi, whose name and premise are based upon giving you quick bites of big stories.
After watching some of their trailers, we can assure you: you won’t be disappointed. Spoiler alert: The release we’re looking forward to the most? We Are The Mighty’s very own show, TEN WEEKS — the first look inside U.S. Army basic combat training in two decades. Make sure you download Quibi now to know when TEN WEEKS is available.
Quibi Founder Jeffrey Katzenberg Goes Over The New Streaming Service
The daily essentials are a great way to get your news or recaps in just a few minutes. The movies in chapters and shows are equally captivating with excellent storytelling and star-studded casts.
From Reese Witherspoon narrating an animal documentary to the story behind the I Promise School with LeBron James, the cast of these shows is nothing shy of impressive. With celebrities like Jennifer Lopez, Kristin Bell, Ben Stiller, Will Arnett, Ozzy Osbourne, Jay Leno, Ariana Grande, James Corden, Zooey Deschanel, Matthew McConaughey, Tina Fey, Jack Black and the list goes on — it’s easy to see how co-founders Jeffrey Katzenberg and CEO Meg Whitman put id=”listicle-2645654109″.75B into content.
If you’re author, internet marketing troll, and self professed “media manipulator” Ryan Holiday, you see an obstacle in your path and recognize that — far from being a barrier to progress or a warning to “TURN BAAAAACK!” — the thing obstructing you is actually an opportunity for you to succeed!
You think, woah dude, the obstacle is actually, like, totally the way! And then you clean that up a bit and make it the title of your new self-help book.
Should it matter that your silly, central platitude is a C minus Freshman English interpretation of Stoic philosophy which loses its credibility simply by being associated with your name, the name you made for yourself as American Apparel’s amoral PR con man-in-Chief? Of course not! You’ve read a few “notes to self” written by famous ancient Romans like Marcus Aurelius and Seneca the Younger espousing this easy-to-package philosophy and so, hitching your wagon to their Stoic chariot, you’ve decided you’re more than happy to burden their horses all the way to modern fame and fortune!
Because it’s the 2nd Decade of the Digital Age and thanks to geniuses like you, facts, standards, and reality are all now fully negotiable.
You know what isn’t negotiable?
Max’s apparel is all-American, his carriage is Greco-Roman, and his philosophy? Army special issue. For Max, the Obstacle is the First of Many Which Make Up: The Course.
And that miraculous revelation you just had? That the hardships one might encounter during the running of said course are actually opportunities for one to succeed? Well, whoopti-sh*t, Private Holiday, congratulations on drawing your first observationally-validated, sweat-confirmed human conclusion.
But actually, shut up and get moving.
In this episode, Max tunes you up for the obstacle course by putting you through an obstacle course. Maybe the obstacle really is the way.
The first 100 days of any new job is both exciting and potentially daunting. As the new executive director of Got Your 6, I’ve found this to be especially true as we work to empower veterans to lead a resurgence of community across the nation.
Here are six big lessons I have learned or have re-confirmed in my first 100 days:
1. Organizations are people (#OneTeamOneFight)
Over the past 100 days, I’ve assessed where Got Your 6 has been and where we’re headed. It’s clear that our success is the direct result of the people in our organization. The team is essential to achieving the goals we’ve set as we forge ahead in 2016. Having the right team is critical, and without the right people in the right places, it’s impossible to succeed. The Got Your 6 team is second to none and our success this year and beyond will be a direct result of their hard work and dedication. The team consists of three Post-9/11 combat veterans (Go Army!) and two amazing civilians who have participated in national service. Every member of the team believes in service over self and I couldn’t be more fired up to lead such a dedicated and talented team!
2. There is no substitute for victory (#BOOM)
With new leadership at the helm, it’s important to get early wins to build momentum. Simply put, everyone wants to succeed and success is contagious. Arguably the biggest honor for us early in 2016 was being presented with the Social Good Award from Cynopsis Media for best “Awareness Campaign or Initiative Category.” Matt Mabe, Senior Director of Impact, and I had the honor of attending the awards ceremony in New York City and when Got Your 6 was announced as the winner it crystallized the impact of our campaign. We beat out the likes of AE Networks, Discovery Communications, and Sony Pictures Television; giants in the awareness and perception shift causes. We also closed out the first quarter with a huge win coming out of our first Collaboratory of 2016 in Austin, Texas with our 30 non-profit partners where we created a roadmap to success for 2016 and beyond as a coalition and collective impact campaign.
3. Partnerships are Critical (#GenuineRelationships)
Got Your 6 has a world-class nonprofit coalition compiled of amazing people and inspiring organizations that empower veterans across the country. We have partnerships with the entertainment industry, a new area for me, that have inspired me in ways I didn’t think were possible. In one of the most competitive industries in the world, our entertainment partners have made supporting veterans a top priority. Effectively engaging the Got Your 6 coalition, along with remarkable supporters and partnerships, has been critical to settling into the role of executive director effectively. Likewise, exploring new partnerships in order to increase impact and effectiveness has been a key part of our “one team, one fight” strategy. And is needed to provide the team with necessary support as we move forward with our vision and goals for the year ahead. Without the right partners, with the right shared values, success isn’t possible.
4. Values-based leadership matters (#FollowMe)
Getting to know any new organization and a team can be a challenge. It’s important to understand the values of the organization you lead which is why the first thing we did as a team was gather offsite at The Bunker in Alexandria. We had an honest conversation about our personal values and how they translate to our organization. Together, we defined our values: Integrity, Positivity, Commitment, Courage, Trust. These values drive how we do business and act as our north star for every decision we make. Our team has gotten to know each other as individuals and now understand who we are as an organization and pride ourselves in choosing “the harder right over the easier wrong” in everything we do.
5. Where we’ve been is important; where we are going is critical (#CommunityMatters)
The history of an organization is important. We need to know where we’ve been and why. For Got Your 6, our founding was rooted in the spirit of service and pride in our nation. Got Your 6 is a campaign focused on bridging the civilian-military divide through perception shift and collective impact. Through the Got Your 6 coalition we’ve helped veterans get jobs, go back to school, find housing and many other critical areas. Now we are raising the stakes. Real problems exist across the nation that aren’t specific to the veteran community; suicide, unemployment, disconnected communities. These are American problems and Got Your Six is working to harness veteran skills to address these issues. Research shows our country is not as engaged as we used to be or could be. The Got Your 6 Veteran Civic Health Index shows us that vets are civic assets and more likely to be engaged. Given the decline in community and veterans as civic assets, our new focus will be empowering veterans to lead a resurgence of community across the nation. Veterans returning home aren’t the problem– we believe veterans and their unique skill sets are part of the solution. We can empower veterans to serve themselves by serving others; the nation we know and love.
6. If the work isn’t hard but fun and fulfilling, it’s not worth doing (#VetInspired)
I believe that improving the lives of others is not only fulfilling but also exhilarating. As a person and individual that is my purpose. I want to continue to improve the lives of others. When you can align your purpose in life with your purpose at work good things will happen. Enjoying what you do–and having fun while doing it–is important even when dealing with serious and life changing issues. When you meet a fellow veteran or hear their inspiring story you can’t help but smile (even if sometimes you’re smiling through a few tears). That’s why this work is so fulfilling. If you follow the work we do or see us around town we’ll always be working hard but having fun.
Now watch Chris Pratt and others in this GY6 video:
For more about Got Your 6’s mission and events check out their website here.
Among the fighters that allowed America to win World War II, the P-38 Lightning was uniquely successful and was dubbed the “fork-tailed Devil” by the Germans even though its greatest successes came in the Pacific, Mediterranean, and North African theaters.
Army Air Corps leaders first solicited for what would become the P-38 in 1937 with the specification X-608, a request for a new pursuit aircraft that could fly 360 mph at 20,000 feet, reach 20,000 feet in six minutes, and run at full power at that altitude for at least an hour. They also wanted a long combat radius and plenty of firepower.
Lockheed, a newcomer to the military market, submitted the XP-38, a radical departure from conventional aircraft design that featured three pods and two tails. The outer pods lined up with the tails and each carried an Allison V-1710 engine with 1,000 hp.
The plane went through continued testing and design refinements before reaching Army pilots in 1940. Upon its debut, it was capable of reaching an altitude of 3,300 feet in one minute and could hit 400 mph with a range of 1,150 miles.
But production was slow and the Army had only 69 P-38s, so Lockheed was forced to subcontract parts to get the plane into combat for the U.S. But the P-38 arrived on the front lines with a vengeance. In early 1942, its pilots became the first Americans to down a Luftwaffe plane and P-38s carried seven of the top fighter aces of the Pacific theater.
The Lightning’s finest hour probably came on April 18, 1943. Naval Intelligence had learned that Japanese Adm. Isoroku Yamamoto, the commander and architect of the Pearl Harbor attacks, would be inspecting troops in the Pacific on that date.
The military rushed together a plan to attack the admiral. The scheme called for fighters to fly approximately 600 miles out and 400 miles back with enough fuel available in the middle for fierce fighting. The only Pacific fighter capable of the feat in 1943 was the P-38 equipped with drop tanks.
All of this is not to say that the P-38 was perfect. It suffered a number of drawbacks including a tendency to become unstable at speeds approaching Mach 1 and to become unresponsive to controls during high-speed dives.
Pilots suffered hypothermia and frostbite in the barely heated cockpit and the engines were prone to failures as their intakes over-cooled incoming air.
The commander of the 20th Flight Group, Col. Harold J. Rau, was ordered to provide a written report as to why the P-38 wasn’t more successful in Europe. He asked the recipient to imagine a fresh-out-of-flight-school with less than 30 flight hours who was suddenly attacked by Luftwaffe fighters.
He must turn, he must increase power and get rid of those external tanks and get on his main. So, he reaches down and turns two stiff, difficult gas switches to main, turns on his drop tank switches, presses his release button, puts the mixture to auto rich, increases his RPM, increases his manifold pressure, turns on his gun heater switch, turns on his combat switch and he is ready to fight.
And the process was unforgiving of errors. Reversing the order of the engine steps or skipping a step could cause the engine to explode or throw a rod, either of which would rob the pilot of vital power during a dogfight. And all of this has to be done while German rounds are already ripping past or through the plane.